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Types of Organizational Performance Analysis

The document discusses three types of performance: organizational, strategic, and human. Organizational performance focuses on how a company is structured and functions effectively, while strategic performance emphasizes maintaining competitive advantages and long-term goals. Human performance highlights the importance of employee engagement and initiative in achieving economic success, shifting from mere physical labor to intellectual and psychological involvement.

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23 views2 pages

Types of Organizational Performance Analysis

The document discusses three types of performance: organizational, strategic, and human. Organizational performance focuses on how a company is structured and functions effectively, while strategic performance emphasizes maintaining competitive advantages and long-term goals. Human performance highlights the importance of employee engagement and initiative in achieving economic success, shifting from mere physical labor to intellectual and psychological involvement.

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2.

The typology of performance


For several years, performance has tended to be approached in a more
global that the only assessment of profitability for the company or for the shareholder.
the company's performance also results from its integration into an environment, which is important to
understanding and mastering the rules of the game, we can distinguish three types of performance.
§ Organizational performance
According to the studies of Taylor and Fayol, organizational performance concerns
the manner in which the company is organized to achieve its objectives and the way in which it
manages to reach them. Organizational performance is defined by M. Kalika as "
measures directly affecting the organizational structure and not on its
potential consequences of a social or economic nature. These indicators are interesting
as they allow to discern the organizational difficulties through
their first manifestations, before the induced effects of it are felt
From an economic point of view, Kalika, who is a professor at Paris-Dauphine, proposes four
factors of organizational effectiveness:
§ the respect of the formal structure
§ the relations between the services: the search for minimizing conflicts reflects a
need for coordination necessary for effectiveness;
§ the quality of information flow: the organization must develop systems
information enabling the acquisition of reliable and comprehensive information,
essential for the proper functioning of the organization;
§ the flexibility of the structure: its ability to change is a determining factor
of adaptation to the constraints of the environment.
§ Strategic performance
Strategic performance can be defined as maintaining a distance from the
competitors, sustained by a strong motivation (incentive and reward system) from
all the members of the organization and a focus on sustainable development.
Strategic performance is associated with:
§ The ability to challenge the acquired strategic advantages;
§ The definition of a system of wills aimed at the long term;
§ The company's ability to find sources of value that create margin;§
Excellence at all levels of the company.
§ Human performance
The question of human performance is a fundamental concern for everyone.
the actors of the company today. It is perceived, both from the leaders' side
from companies as well as from the employees' side, as the essential factor contributing to performance
economic of the enterprise.
Whereas in the era of Taylorist organization, employees were only required to provide their physical strength.

work, today we require a direct, intellectual and psychological involvement from him
in his work. This is reflected at the human resources level by questions
around the notions of motivation, autonomy, and accountability. Performance
humanity then goes through an individual and collective redefinition of the rules governing the
relationships between employees and the company.

For Mr. Lebas, the key to human performance lies not only in the results.
past, but further upstream, in the employees' action capabilities, that is to say, in their
ability to implement their sense of initiative to deal with the uncertainties of work. The
human performance is then defined as a question of potential realization. By
Consequently, performance is a concept related to the future and not to the past.

1 M. LEBAS "performance: measurement and management. Facing a paradox." Group


HEG. Paris, 1998.

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